1. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Achievement Motivation Achievers work hard when… They will receive personal credit for effort The risk of failure is only moderate They receive feedback about past performance Characteristics of Achievers Take responsibility for actions and results Control their destiny Seek regular feedback Enjoy winning Achievement oriented

2. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Affiliation Motivation People with affiliation motives… Work better when complimented for favorable attitudes and cooperation Surround themselves with likable people Have trouble assigning challenging tasks, directing activities, monitoring effectiveness May have trouble getting things done Achievement-oriented people… Select assistants who are technically capable Have little regard for personal feelings

3. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Power Motivation A drive to influence people, take control, and change situations Constructive or destructive Institutional or personal Managerial Application of the Drives Observe employee behavior to determine how they will respond Identify strongest motivational drive

4. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Human Needs Key conclusions about secondary needs: Strongly conditioned by experience Vary in type and intensity Subject to change across time Work in combination and influence each other Often hidden from conscious recognition Vague feelings, not specific physical needs Influence behavior in powerful ways

5. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Maslow’s Hierarchy of Needs Physiological Safety and Security Belonging and Social Esteem and Status Self-Actualization

6. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Herzberg’s Two-Factor Model Effects of Maintenance and Motivational Factors

7. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Alderfer’s E-R-G Model Existence Needs Physiological and security factors Relatedness Needs Being understood and accepted Growth Needs Desire for self-esteem and self-actualization

8. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Four Consequences of OB Mod

9. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Alternative Consequences Positive Reinforcement Shaping Negative Reinforcement Punishment Extinction

10. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Goal Setting Motivates because it creates a discrepancy between current and expected performance Self-efficacy affects goal setting

11. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Elements of Goal Setting Goal Acceptance Specificity Challenge Performance Monitoring Feedback

12. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved The Expectancy Model Valence × Expectancy × Instrumentality = Motivation Valence = reward preference Expectancy = belief that effort will complete task Instrumentality = reward probability

13. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Valence, Expectancy, Instrumentality

14. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Key Factors in Equity Assessment

15. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved The Nature of Leadership The Ultimate Test of Leadership The degree to which it identifies, develops, channels, and enriches the potential in an organization and its people Leadership Approaches Descriptive—ways in which the actions of leaders differ Analytical—examining situations and selecting a style which best fits it

16. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Management and Leadership Primary Role of a Leader Influencing others to voluntarily seek defined objectives Secondary Roles Plan activities Organize appropriate structures Control resources

17. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Traits of Effective Leaders Most Important Traits High personal drive Desire to lead Personal integrity Self-confidence Secondary Traits Analytical ability Business knowledge Charisma and creativity Flexibility and personal warmth Leadership traits do not guarantee successful leadership

18. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Traits of Effective Leaders Leaders with Narcissism Are filled with their own importance Exaggerate their own achievements Seek special favors Exploit others for personal gain Are overconfident are power-seeking Desperately want to feed their own egos Disregard the rights others Dismiss the importance of empathy Fail to appreciate the feelings of subordinates

19. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Leadership Behavior Successful leadership depends more on appropriate behavior, skills, than on traits Traits provide potential Behaviors release and express those traits Broad types of leadership skills: Technical Human Conceptual

20. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Situational Flexibility Three elements to consider… Leader Followers Situation Leadership is more than mere activity… Aggressiveness and constant interaction with others does not guarantee good leadership Recognize different situations and adapt to them on a conscious basis

21. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Followership Leaders nearly always report to someone else Leaders need validation from superiors as much as they need support from followers Followership Behaviors Not competing with the leader for the limelight Being loyal and supportive, a team player Not being a “yes person” Acting as a devil’s advocate Constructively confronting the leader’s ideas, values, and actions Anticipating and preventing potential problems

22. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Positive and Negative Leaders Positive Leadership Emphasizes rewards Custodial, supportive, collegial and system models Motivation of modern employees is more dependent on this style Negative Leadership Uses threats, fear, harshness, and penalties Autocratic Most managers use a mix of both

23. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Styles and the Use of Power Autocratic leaders centralize power and decision making in themselves Consultative leaders ask for employee input before making a decision Participative leaders decentralize authority; they use employee inputs and participation

24. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Blake and Mouton’s Managerial Grid

25. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Fiedler’s Contingency Model Highly Unstructured Situations Leader’s structure and control may be preferred Highly Routine Situations If leader has good relations with employees, a task orientation may be seen as supportive (clearing the path) Situations In-Between Requires better leader-member relations, so a more considerate leader is effective

26. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Path-Goal Model of Leadership

27. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Path-Goal Model of Leadership Employee Characteristics Locus of control Willingness to accept the influence of others Self-perceived task ability

28. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Substitutes and Enhancers for Leadership Leadership Roles Can create dependency on leaders Can stifle the growth and autonomy of workers Leaders may lack the traits, knowledge, and skills needed to fulfill the roles Neutralizers may intervene Neutralizers Physical distance Rigid reward systems A practice of bypassing the managers

29. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Substitutes and Enhancers for Leadership Substitutes for Leadership Peer appraisal/feedback Gain-sharing reward systems Staff available for problems Jobs redesigned for more feedback Methods for resolving interpersonal conflict Team building to solve work-related problems Intrinsic satisfaction from the work itself Cohesive work groups Employee needs for independence

30. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Substitutes and Enhancers for Leadership Leadership Enhancers Superordinate goals Increased group status Increased leader status and reward power Leader as central source of information Increased subordinates’ view of leader’s expertise, influence, and image Use of crises to demonstrate leader’s capabilities

31. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Self-Leadership and Superleadership Self-Leadership Performing naturally motivating tasks Doing work that is required but not rewarding Requires behavior skills of self-observation, self-set goals, management of cues, self-reward, rehearsal of activities, and self-criticism Involves mental activities of building natural rewards into tasks, focusing on natural rewards, and establishing effective thought patterns

32. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Self-Leadership and Superleadership Superleadership begins with a set of positive beliefs about workers Practicing and modeling self-leadership Communicating positive self-expectations to employees Rewarding progress toward self-leadership Making self-leadership part of the unit’s desired culture

33. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Coaching Coach is a rapidly-emerging metaphor for leader Coaches are cheerleaders and facilitators They recognize the occasional need to be tough and demanding Focuses on enhanced performance supported by high expectations and timely feedback

34. ©2007 The McGraw-Hill Companies, Inc., All Rights Reserved Coaching Areas in which most managers need coaching: Improving interaction style Dealing more effectively with change Developing listening and speaking skills Prerequisites to Successful Coaching Willingness to change Capability to change Opportunity to practice new behaviors